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  1. Blogs
  2. Economic and Social Development

GST Reduction to Boost Renewable Energy

Published on: 17-Sep-2025

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GST Reduction to Boost Renewable Energy

Article Summary

Summary of Key Highlights on GST Rationalisation in Renewable Energy:

  • GST Rate Changes:

    • GST on renewable energy devices reduced from 12% to 5% as approved by the GST Council on September 3, 2025.
  • Impact on Clean Energy Projects:

    • This change will lower costs for clean energy projects, making electricity more affordable across various sectors, including households, farmers, and industries.
    • Estimated savings of ₹20–25 lakh per MW for a utility-scale solar project, leading to a ₹100 crore reduction for a 500 MW solar park.
  • Overall Financial Savings:

    • Expected nationwide annual savings of ₹2,000–3,000 crore in power procurement costs for distribution companies (DISCOMs).
  • Benefits to Consumers:

    • Rooftop solar systems will be ₹9,000–10,500 cheaper for households, enhancing accessibility under the PM Surya Ghar: Muft Bijli Yojana.
    • Farmers using PM-KUSUM scheme can expect savings of about ₹1,750 crore collectively from reduced costs on 10 lakh solar pumps.
  • Support for Domestic Manufacturing:

    • The reduction in GST will lower module and component costs by 3–4%, enhancing competitiveness for Indian-made renewable energy equipment.
    • Aligns with Make in India and Aatmanirbhar Bharat initiatives, targeting 100 GW of solar manufacturing capacity by 2030.
    • Potential creation of 5–7 lakh direct and indirect jobs over the next decade.
  • Encouraging Energy Transition:

    • GST reforms bolster investor confidence, promoting faster power purchase agreements and project commissioning.
    • India aims to add 300 GW of renewable energy capacity by 2030; modest cost reductions could free up ₹1–1.5 lakh crore for investments.
  • Environmental Impact:

    • Each GW of solar capacity saves approximately 1.3 million tonnes of CO₂ annually.
    • Accelerated deployment could prevent an additional 50–70 million tonnes of CO₂ emissions by 2030.
  • Alignment with International Commitments:

    • Reforms support India’s commitment under the Paris Agreement and the national target of 500 GW of non-fossil fuel capacity by 2030.
  • Implementation Date:

    • Revised GST rates effective from September 22, 2025.
  • Government’s Long-term Vision:

    • The initiative underscores the commitment to making clean, affordable, and sustainable energy foundational to India’s goal of becoming a Viksit Bharat (Developed India).

This reform is expected to catalyze growth in the renewable energy sector, enhance energy security, and contribute to environmental sustainability in line with global climate objectives.

Key Terms & Concepts

GSTTax rate on renewable energy
PM Surya Ghar: Muft Bijli YojanaGovernment scheme for solar adoption
PM-KUSUMScheme for solar pumps
Aatmanirbhar BharatSelf-reliance initiative
500 GWTarget for renewable energy
₹1,750 croreSavings for farmers on pumps
₹9,000–10,500Savings on rooftop systems
300 GWRenewable capacity target
50–70 million tonnesCO₂ emissions avoided per year
₹2,000–3,000 croreAnnual savings in power costs
5–7 lakh jobsJobs supported in renewable sector
3–4%Cost reduction for manufacturing

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Tata Sons Faces Leadership Challenges

Tata Sons Pvt. Ltd. Overview

Establishment and Structure:

  • Established in December 1917; transitioned from public company to private in 2017.
  • Headquarters: Bombay House, South Mumbai.
  • Governed by a Board of Directors led by (executive chairman).
N. Chandrasekaran

Ownership:

  • Majority owned (66%) by Tata Trusts, which are philanthropic entities established from Tata family contributions.
  • Other shareholders: Shapoorji Pallonji Group (18%), Tata Group companies (13%), individuals (3%) mainly from the Tata family.

Financial Performance (FY2026):

  • Standalone profit: ₹31,961 crore (up 22% YoY).
  • Revenue: ₹42,367 crore (up 9.1% YoY).
  • Consolidated revenue: ₹16.24 lakh crore; profit rose 52% to ₹1.71 lakh crore.

Distinct Business Model:

  • Operates independently managed companies, including TCS, Tata Steel, Tata Motors, and more, reflecting a unique mix of philanthropy and business.

Current Issues Facing Tata Sons

Leadership and Governance Disputes:

  • Conflict regarding the re-appointment of N. Chandrasekaran as executive chairman for a third term starting February 2027.
  • Tata Trusts’ chairman Noel Tata opposes the re-appointment and has raised governance concerns.
  • Majority shareholder Tata Trusts seeks to keep Tata Sons private due to philanthropic goals, contrary to the board's preference for compliance with regulatory mandates.

Regulatory Developments

RBI Decision (September 11, 2026):

  • Rejected Tata Sons' application for voluntary surrender of its Certificate of Registration to be classified as an unregistered Core Investment Company (CIC).
  • Directed compliance with regulations applicable to upper-layer non-banking finance companies (NBFCs), implying mandatory stock exchange listing.
  • This regulatory decision has intensified tensions within the board and Tata Trusts over governance and operational independence.

Historical Context

Past Conflicts:

  • Echoes the 2016 boardroom battle leading to the ousting of then chairman Cyrus Mistry, where significant influence was maintained by Ratan Tata.
  • The current scenario mirrors past disputes, suggesting a potential for legal battles between a majority stakeholder and the governing board.

Future Implications

Ownership Model and Philanthropy:

  • Ongoing disputes raise concerns about the survival of Tata's unique ownership model that combines commercial and philanthropic interests.
  • The outcome of these conflicts may redefine Tata Sons' operational structure and strategic direction in the competitive landscape.

Key Takeaways

  • Significant dichotomy in priorities between the board and majority shareholders.
  • Critical regulatory decisions may push Tata Sons towards becoming publicly listed, contradicting traditional practices tied with philanthropic integrity.
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Economic and Social Development19-Sep-2026

Punjab's Struggle Against Drug Addiction

Summary of Key Points Related to Addiction and Governance in Punjab

Addiction Context in Punjab

  • Over 1 million individuals registered at government de-addiction clinics in Punjab.
  • Historical context: Afeem (opium) and its cultural use have been prevalent for over 200 years; substance use has deep roots in community traditions.

Nature of Addiction

  • Opioids (e.g., opium, heroin) affect brain receptors; heroin leads to quicker addiction compared to opium due to its rapid impact on the body.
  • Addiction is often misunderstood; treatment requires more than willpower—it's a complex biological condition influenced by substance chemistry.

Urgency and Governance in Addressing Addiction

  • Governance failure: Current measures have not broken existing drug supply networks.
  • Technological measures: Recommendations for border control include:
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    • Counter-drone systems
    • Improved forensic capabilities to trace drug origins

Budget and Resource Allocation

  • The funding directed towards de-addiction programs in Punjab is inadequate:
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    • There is a lack of specialists: Punjab has a deficit of psychiatrists and counselors.

Economic and Employment Factors

  • An emphasis on providing jobs for recovering addicts to prevent relapse.
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Recovery Potential

  • Addiction recovery is possible; the brain can heal, albeit slowly.
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Conclusions and Recommendations

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Continuation of PM-KISAN Scheme Approved

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  2. Financial Outlay:

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  3. Assistance Amount:

    • Each eligible farmer receives ₹6,000 per year as financial assistance.
  4. Direct Transfers:

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  5. Beneficiaries:

    • Under the 23rd instalment, over 9.49 crore farmers benefited, with ₹18,984 crore released.
    • Approximately one-quarter of beneficiaries are women farmers, who have received more than ₹1.06 lakh crore.
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    • The assistance has reportedly enabled farmers to make timely investments in agriculture, thereby increasing their productive capacity.

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